Download Strategic Plan

ASKSHOW

Garissa

ASKSHOW

Mombasa

E T H I O P I A

S O U T HS U D A N

UG

AN

DA

SO

MA

LIA

U N I T E DR E P U B L I C O F

T A N Z A N I A

ASKSHOW

Meru

ASKSHOW

Nyeri

ASKSHOW

NakuruASK

SHOW

Kisii

ASKSHOW

Migori

ASKSHOW

KIsumu

ASKSHOW

KabarnetASKSHOW

Kakamega

ASKSHOW

KItale

ASKSHOW

Eldoret

ASKSHOW

Embu

ASKSHOW

Machakos

Nairobi

ASKSHOW

Nanyuki

ASKSHOW

AGRICULTURAL SOCIETY OF KENYA FOOTPRINT

THE AG

RICU

LRURAL SOCIETY O

F KENYA

AGRICULTURAL SOCIETY OF KENYA


The Agricultural Society of Kenya plays a vital role in economic development in Kenya through its significant support to the agricultural sector towards realization of the Kenya Vision 2030. Agricultural shows provide important platforms for sharing critical knowledge and show casing technological innovations and best practices for improvement of food security and

increased incomes to our farmers and other stakeholders. This is in addition to creating opportunities for stakeholders’ interaction and establishment of business linkages.

I have noted that the ASK has developed this strategic plan with objectives that strongly focus on boosting the Society’s core business of holding regional , national and international exhibitions by maximizing utilization of available resources and diversification of its activities for greater financial strength and sustainability. This will indeed enable the Society meet the changing needs of its stakeholders and clients in the agricultural sector. Further, this strategic document gives the road map towards actualizing the Society’s vision of being the best forum for dissemination of information in agriculture, trade and allied sectors globally.

In this regard, I wish to commend the ASK for this innovativeness as they embark on implementation of this strategic plan which will guide operations for the period 2014 to 2019. Successful implementation of the plan will be realized through collective commitment of the entire ASK staff who will be expected to embrace the Society’s vision and mission.

Statement by the Patron

H.E. President Uhuru Kenyatta, CGH

Strategic Plan 2014 - 2019 i


Table of Contents

Statement by the Patron, H.E. President Uhuru Kenyatta, CGH......................................iTable of contents............................................................................................................iiAbbreviations................................................................................................................ivStatement by 1st Vice Patron.........................................................................................vStatement by ASK National Chairman...........................................................................viForeword from the CEO................................................................................................viiExecutive Summary......................................................................................................viiiCHAPTER 1. Introduction.............................................................................................11.1 Background of ASK................................................................................................11.2 The Patron.............................................................................................................7CHAPTER 2. Vision Statement..................................................................................102.1 Mission Statement...............................................................................................102.2 Mandate of ASK...................................................................................................10CHAPTER 3. Organisation Objectives.......................................................................12CHAPTER 4. Operations and Related Units of ASK...................................................134.1 Show and Trade Fairs Attendance........................................................................134.2 Participation by exhibitors...................................................................................134.3 Young Farmers Clubs of Kenya (YFCK)..................................................................134.4 Kenya Ploughing Organization (KPO)...................................................................134.5 Kenya Farmer Journal..........................................................................................134.6 Kenya Livestock Breeders Organization (KLBO)...................................................134.7 The Royal Agricultural Society pf the Commonwealth (RASC)............................14CHAPTER 5. Situational Analysis................................................................................155.1 External Analysis..................................................................................................155.2 Internal Analysis...................................................................................................185.3 Key findings of Situational Analysis......................................................................195.4 Conclusions from Situational analysis..................................................................20CHAPTER 6. Market and Competition........................................................................226.1 Analysis of Customers..........................................................................................226.2 Threat of New Entrants........................................................................................226.3 Pressure from Devolution....................................................................................22

Strategic Plan 2014 - 2019ii


6.4 Pricing..................................................................................................................22CHAPTER 7. Product Lines.........................................................................................237.1 The Exhibition and Trade Fairs.............................................................................237.2 Subsidiary Organizations......................................................................................23CHAPTER 8. Business Strategies.................................................................................248.1 Low Cost Leadership............................................................................................248.2 Diffrentiation........................................................................................................248.3 Customer Focus....................................................................................................248.4 Network Effect......................................................................................................248.5 Business Model....................................................................................................25 8.5.1 Applicable Business Model.......................................................................258.6 Future Developments of the shows.....................................................................27CHAPTER 9 Strategic Goals........................................................................................289.1 Description of strategic goals...............................................................................28CHAPETR 10. Implementation strategy........................................................................29CHAPTER 11. Organizational Structure........................................................................31CHAPTER 12. Resources and Budgets..........................................................................3312.1 Financial Resources............................................................................................3312.2 Physical resources..............................................................................................3412.3 Budget-Financial Implication..............................................................................3512.4 Human Resources..............................................................................................35CHAPTER 13. Risk Management...................................................................................36CHAPTER 14. Corporate Social Responsibility...............................................................37CHAPTER 15. Governance............................................................................................39CHAPTER 16. Deliverables.............................................................................................40CHAPTER 17. Monitoring and Evaluation.....................................................................41

Strategic Plan 2014 - 2019 iii


ASK Agricultural Society of Kenya

AU African Union

COMESA Common Market for Eastern and Southern Africa

CSR Corporate Social Responsibility

EAC East African Community

ICT Information, Communication, and Technology

KICC Kenyatta International Conference Center

KLBO Kenya Livestock Breeders Organization

KSB Kenya Stud Book

DRSK Dairy Recording Services of Kenya

KPI Key Performance Indicator

KPO Kenya Ploughing Organization

MIS Mombasa International Show

NITF Nairobi International Trade Fair

RASC Royal Agricultural Society of the Commonwealth

WPO World Ploughing Organization

YFCK Young Farmers Clubs of Kenya

BATUK British Army Training Unit Kenya

OCF Operational Cash Flow

CAPEX Capital Expenditure

STRATEX Strategic Expenditure

Abbreviations

Strategic Plan 2014 - 2019iv


Agriculture is identified as one of the key sectors in realization of the strategic targets of the economic pillar as articulated in the Kenya Vision 2030. In this regard, the sector is operating under a paradigm shift of realizing a transformative industry that is undertaken as an economic activity driven by technology and agribusiness.

I wish to acknowledge the tremendous contribution by the Agricultural Society of Kenya (ASK) to agricultural development in the Country. This is demonstrated by the impact from hosting of annual shows and exhibitions as efficient and effective pathways for sharing and dissemination of important agricultural information. The shows and exhibitions also expose our farmers and other stakeholders to modern technologies and business ventures.

This strategic plan therefore focuses on what the ASK intends to accomplish and how resources will be directed towards realizing the Society’s vision, mission and strategic objectives within the period 2014 to 2019. This will largely involve diversifying ASK resources by investing in other projects in addition to exhibitions which constitute its flagship project. This Plan therefore outlines the strategic direction for maximizing the Society’s resources by bringing on board partners and stakeholders in line with its mission of “partnering with stakeholders and customers in organizing exhibitions to promote technology, innovation, research and development in agriculture, trade and allied sectors”

In this regard, I have no doubt that implementation of this strategic plan will meet the expectations of the partners, stakeholders and clients of the Society. This will ultimately actualize the set goal of a country that is economically prosperous and food secure.

Statement by 1st Vice Patron,

Cabinet Secretary, Ministry of Agriculture, Livestock and Fisheries

Hon. Felix Koskei,

Strategic Plan 2014 - 2019 v


It is my pleasure to present the Agricultural Society of Kenya’s 2014-2019 Strategic Plan. This Plan is a roadmap that will guide the Society over the next five years. The priority strategic goals, objectives and strategies presented here are the tangible standards that will be used to gauge our success in achieving our vision.

This Plan begins with our re-stated vision, to provide the best forum for dissemination of information in agriculture, trade and allied sectors, globally. We have also fortified our mission and mandate to promote excellence in the agricultural sector by providing the most appropriate agribusiness information at the grass root level through exhibitions and trade fairs.

We look forward to working with all our stakeholders, industry players and government as well as international partners to implement this strategy. The strategies outlined herein will allow the Agricultural Society of Kenya to build on the success in economic growth achieved in recent years, whilst addressing current economic challenges in order to make the aspirations and dreams of the Kenyan people a reality. The hard work of delivering this strategy can only succeed with the involvement of the widest possible collaboration.

In conclusion, I would like to thank all the Society members and staff for their valuable contributions in ideas and insights that today have given us this plan.

Statement by ASK National Chairman

Mrs. Alice Kalya, OGWNational Chairman

Strategic Plan 2014 - 2019vi


Foreword from the CEO

Batram M. Muthoka,Chief Executive Officer

The Agricultural Society of Kenya has grown significantly during the last 10 years. The Society’s leadership has ensured that every staff from top down is able to take a step back every now and again to assess where the business stands. Driven by the knowledge that successful businesses world over, always find ways to adopt to change no matter which direction it comes

from, the Society has continued to embrace change despite the myriad of industry challenges.Moreover with global competition being so intense and in order to gain competitive edge, the Society is consciously applying quality methodologies in strategic quality management, quality systems, quality assurance as well as quality control.This plan will therefore seek to develop an organizational business excellence model that promotes best practices and tools that allow the Society to achieve competitive quality through benchmarking, self-assessment as well as continuous improvement.As the capstone of an ongoing planning process, this document describes broad based strategic goals that will guide the Society through the next five years.The universal best practices that the Society has adopted inclusively in this plan include Cycle time analysis, Process value analysis, Process simplification, Strategic planning as well as deployment.The plan summarizes priorities and sets out a series of projects that will maximize the utilization of the Society’s vast resources.In delivering this plan, we therefore look forward to create and deliver value to our stakeholders. Indeed it is satisfying to note that an elaborate monitoring and evaluation framework has been put in place for successful implementation.

Strategic Plan 2014 - 2019 vii


Agriculture has been recognized as an integral part of the Economic pillar of Vision 2030. In light of this, the Agricultural Society of Kenya (“ASK or, “the Society”) seeks to play its vital role in enhancing economic development in the country. The Agricultural sector is the primary source of livelihood for a majority of the rural Kenyan population. The 2014-2019 strategic Plan

seeks to establish the necessary framework for enabling the Society to achieve its goals and pursue its mandate in the sector.

This strategic plan focuses on diversifying the activities of the Society to meet the changing needs of our stakeholders in the agricultural, trade and other allied sectors. The Society has over the years invested a large amount of resources on annual exhibitions and trade fairs. While such exhibitions will remain the flagship activity of the Society, additional activities will begin to receive resources and attention from the Society and its Members.

The New Constitutional dispensation has devolved agriculture to the counties providing a unique opportunity for the Society to maximize on the new regional economic hubs. This has necessitated a review in the planning, organizing and locating of trade fairs and shows. It also informs the decision by the Society to develop the policy to guide the uptake of satellite shows.

The 2014-2019 Plan will guide the Society from its current status to align her activities with the current trends in the sector. Through diversification, the Society has developed business models to enhance effectiveness and efficiency.

The implementation of the 2014-2019 strategic plan will be advanced through collaboration and partnerships with stakeholders to propel the Society’s core business to new heights. We have identified Key Performance Indicators that will guide appropriate use of resources to realize the strategic goals.

Executive Summary

Strategic Plan 2014 - 2019viii


In 2010, the Government of Kenya developed the Agricultural Sector Development Strategy 2010-2020. This strategy established that the Agricultural sector was in need of revitalization, reorganization, and effective leadership in order to encourage further rapid growth. It recognized the importance of this sector as an engine of economic growth and sustainability, the largest source of employment in Kenya,

and a source of National pride.

The Agricultural Society of Kenya is well positioned to help Kenya address the changing Agricultural needs of her people. The Society acknowledges that Kenyans, and particularly the youth, stand to reap significant benefits from increased activity in the Agricultural sector. With over 100 years of history and experience to call upon, the Society is uniquely positioned to spearhead rapid growth in the sector.

The Agricultural sector has undergone numerous changes, in modernization, mechanization, use of ICT and diversification. The Society remains relevant and continues addressing the emerging needs of the Sector.

1.1 Background of ASK

The Agricultural Society of Kenya (ASK) was founded in December 1901 under the name East African Agricultural and Horticultural Society (EAA & HS). The central objective was to promote agricultural development based on European Settlement. This was the brainchild of John Ainsworth, who was the Sub-Commissioner for Ukambani Province. He believed that

the organization was to be an invaluable institution in the struggle to establish and maintain an agricultural export commodity economy. The shows were to be a very important shop window for prospective buyers both local and International. Nairobi became the Society’s Headquarters with the first show held at the Jeevanjee gardens and market in 1902.

CHAPTER 1. Introduction

Strategic Plan 2014 - 2019 1


CHAPTER 1. Introduction

The ASK National Executive Committee led by the Society’s National Chairman Mrs. Alice Kalya with the Patron of the Society H.E the President when they paid him a courtesy call at Statehouse, Nairobi.

The Agricultural Society Of Kenya Footprint (Appendix I)

Nairobi International Trade Fair (NITF)

Nairobi International Trade Fair (NITF) is the largest Trade Fair in the East African Region. It is a seven day event that runs from late September to early October every year. NITF became a Trade Fair in 2002 and now offers opportunities for regional, continental and global exhibitors to display and demonstrate their services and products. It also offers show visitors an opportunity to meet people from different countries and backgrounds, hence creating a platform for interaction and exchanging of ideas and experiences.

Strategic Plan 2014 - 20192


Mombasa International Show

The Mombasa International Show (MIS) was established in 1903 and is situated on the North Coast of the Coastal Resort City of Mombasa. The show is 20kms from the Moi International Airport. MIS was elevated in 2002 to an International status to attract investors and players in the agriculture, trade and tourism sectors.

Central Rift (Nakuru) National Show

The Nakuru Show was started in 1920 as the third branch of the Agricultural and Horticultural Society of Kenya (A &HSK). The show is situated 1 km to the north of Nakuru town and approximately 160 kms from Jomo Kenyatta International Airport, Nairobi. The town is highly agricultural with the highest percentage of Kenya’s large scale farmers. Its proximity to Egerton University makes it a premier National Agricultural Show. It is also the headquarters of the Kenya Livestock Breeders Organization (KLBO).

Eldoret National Show

The first Eldoret Show was held in 1925 and became the fourth branch of the then Agricultural and Horticultural Society of Kenya (A &HSK) after Nairobi, Mombasa and Nakuru. The Show ground is approximately 8 kms from Eldoret town and 10 kms from the Eldoret airport and is located along the Kisumu Road. The branch covers Uasin Gishu , Elgeyo and Nandi counties.

North Rift (Kitale) Show

The A.S.K North Rift Show was held for the first time in 1956 under the chairmanship of H.T. Lloyd. It was officially opened by Governor Sir Evelyn Baring in 1957. The North Rift National Show is located 1 km from Kitale town, along the Eldoret – Kitale highway at the Lodwar junction. It is 8 kms from the Kitale Air strip and is centrally placed between Mt. Elgon and Cherangani hills. The branch was elevated to national show status in 1999 and the name was changed from Kitale Show to North Rift National Show. The branch covers three counties namely; Trans Nzoia, West Pokot and Turkana.

Mt. Kenya (Nanyuki) Show

The Mt Kenya Nanyuki Show was established in 1957 and is located along the Meru – Nanyuki road. It borders Samburu, Baringo and Isiolo counties. The branch currently hosts the British Army Training Unit(BATUK) and the region is home to some of the largest beef ranches in the country.



Southern Kenya (Kisii) Show

The Southern Kenya Kisii Show started as a Harambee Show in 1965 and upgraded to ASK status in 1979. The show is located in Kisii town center and caters for stakeholders from Kisii, Nyamira, Narok and Homabay counties. The region is home to some of the major players in the Tea Industry.

Kisumu Regional Show

The Kisumu Show started in 1966 at the Kisumu Municipal stadium. It was moved to its current site at Mamboleo showground in 1987. The Show is located along Miwani road off the Kisumu-Kakamega road, 3 kms from the city centre and 4 kms from Kisumu International Airport. The show was upgraded to its current regional status in 2010 due to its strategic location. Today the show attracts exhibitors and visitors from the neighbouring Rwanda, Burundi, Tanzania and Uganda.

Central Kenya (Nyeri) National Show

A.S.K Central Kenya National Show was started in 1968 at Ruringu Stadium but was later moved to Kabiruini Showground in 1997. It is located along the Nyeri – Nyahururu road approximately 6 kms from Nyeri town next to Dedan Kimathi University of Technology and just 2 kms from the newly developed Nyaribo Air strip.

Due to its central location, the show was elevated to a National status in 2004 to cater for Nyeri, Nyandarua, Kirinyaga, Murang’a and Kiambu counties.

Meru National Show

Meru National Show was started in 1968 at Kinoru stadium. It was later moved to Gitoro Showground in 1990. The show is now located along the Meru – Nanyuki road, 4 kms from Meru town. The Show caters for Meru, Tharaka Nithi, and Isiolo counties.

Eastern Kenya (Embu) Show

The Eastern Kenya (Embu) show was established in 1968 at the Embu Stadium. In 1995, the show was relocated from the town centre to Njukiri showground which is approximately 6 kms from Embu town. The Show caters for Embu, Kirinyaga and Tharaka Nithi counties.



Kabarnet Branch Show

Kabarnet branch show was established in 1993 as a Harambee show and was elevated to ASK status in 1998. The Show caters for Turkana, West Pokot, Samburu, Kericho and Elgeyo Marakwet counties.

South Eastern Kenya (Machakos) Show

Machakos branch show started as a Harambee show in 1968 and upgraded to ASK status in 1997. The Show caters for stakeholders from Machakos, Makueni and Kitui counties. It is located 2.8 kms from Machakos town and 54 kms from Nairobi city.

North Eastern Kenya (Garissa) Show

Garissa show started as a Harambee show in 1980 and was elevated to ASK status in 1998. It is loacted 1.2kms from Garissa town and 2kms from the Airstrip. The show caters for Garissa, Mandera, and Tanariver counties

Western Kenya (Kakamega) Show

The Kakamega Show was established in 1967 and was later upgraded to ASK status in 1980. It is located 2 kms from Kakamega town off Kakamega- Webuye road and is 8 kms from Kakamega airstrip. The Show caters for Kakamega Busia, Vihiga and Bungoma counties.

Satellite Shows

During the Plan Period, the Society will develop a policy that guides the uptake of satellite shows. It is anticipated that the Society will bring into its portfolio five satellite shows within the next five years. In line with this projection, the Society adopted the Migori Show as its first satellite show in 2013.



Significant milestones of ASK include:

• 1902 The first show was held on 26th February at the Jeevanjee Gardens and Market.

• 1903 Two Shows were held one in Jeevanjee Gardens and the other in Mombasa’s Prince Park.

• 1949 The Society changed its name from A &HSK to Royal Agricultural Society of Kenya (RASK)

• 1964 The Society changed its name to the Agricultural Society of Kenya and His Excellency the 1st President of Kenya the Late Mzee Jomo Kenyatta became the Patron of the Society.

• 1969 The Society hosted the Royal Agricultural Society of the Commonwealth (RASC) Conference

• 1972 the Society was honored to host the All Africa Trade fair

• 1986 the first Preferential Trade Area (PTA) Trade Fair was incorporated during the Nairobi National Show. This was to mark the beginning of the Society attaining International recognition.

• 1995 the 52nd World Ploughing Contest was held at Ngongongeri Farm, in Egerton University, Njoro.

• Today, His Excellency the President Hon. Uhuru Muigai Kenyatta is the Patron of the Society.



1.2 The Patron

The Agricultural Society of Kenya has continued to enjoy the patronage of the leadership of this country starting with

our first President H.E. Mzee Jomo Kenyatta. Subsequent Presidents have each held the position of Patron to the Society and supported the activities and mandate of the Society. Currently the President of the Republic of Kenya H. E. Hon. Uhuru Kenyatta is the Patron of the Society, while H.E. the Deputy President, Hon. William Ruto is the Deputy Patron. The Cabinet Secretary, Ministry of Agriculture, Livestock and Fisheries Hon. Felix Koskei is the First Vice Patron of the Society. At the county level, the Governors are the County Patrons where the Society branches are located, namely Nairobi, Mombasa, Nakuru, Kisumu, Eldoret, Kitale, Meru, Nyeri, Machakos, Kisii, Embu, Nanyuki, Kakamega, Garissa, Kabarnet and Migori.

PATRON

DEPUTY PATRON FIRST VICE PATRON



Current Organizational Structure (Appendix II)

NATIONAL CHAIRMAN

DEPUTY NATIONAL CHAIRMEN

FINANCIAL ADVISORLEGAL ADVISOR C.E.O



The Society is made up of members who upon application and admission by any of the 16 branches of the Society enjoy membership privileges and are subject to responsibilities of membership as enshrined in the Society’s constitution. The Council is the supreme body of the Society and it comprises members from the different branches of the Society. The National Staff and

Finance is in charge of the day to day running of the Society. It comprises the National Chairman, three Deputy Chairmen, the Legal and Financial Advisor, the Chief Executive Officer and the Chairman Nairobi Branch, alternated by a Branch Chairman as maybe determined by the National Staff and Finance from time to time.

The National Executive Committee deliberates proposals and recommendations by the Staff and Finance Committee and by resolution makes recommendations to the Council. Members of this committee comprises the National Staff and Finance committee, all chairmen of branches, immediate past National Chairman of the Society, Chairman Kenya Farmer, Chairman, Kenya Ploughing Organization, Chairman Young Farmers of Kenya and Chairman Kenya Livestock and Breeders Association.



To provide the best forum for dissemination of information in agriculture, trade and allied sectors, globally.

2.1 Mission StatementTo partner with stakeholders in organizing exhibitions, to promote technology, innovation, research and development in agriculture, trade and allied sectors.

2.2 Mandate of ASK• To promote excellence in agriculture

• To provide forums for the exchange of agricultural and agribusiness information

• To embrace innovation, research and technology transfer

• To participate in developing agricultural, trade policies and markets

• To collaborate with other global stakeholders

2.3 Core competenciesThe Society considers the following core competencies to be critical to operations

and achievement of the organizational goals:

• Planning and Organizing

• Collaboration with Stakeholder

• Networking

2.4 Core ValuesThe following core values are considered of critical importance to the Society:

• Good governance

• Integrity

• Accountability

• Professionalism

CHAPTER 2. Vision Statement



• Environmental concern

• Corporate Social Involvement

2.5 Organizational CultureOver the years, the Society has become more professional, transparent and accountable. Communication within the Society has improved substantially and team work enhanced. Collaboration with stakeholders and the Government has also been improved. Unethical practices have been discouraged and where detected disciplinary action has been taken.



CHAPTER 3. Organization Objectives

The Society’s objectives consistent with the mandate are:

1. To create an ASK brand

2. To promote research and extension services in Agricultural, Trade and allied sectors.

3. To foster working relations with the county governments.

4. To contribute in the formulation and implementation of agricultural and trade policies.

5. To modernize and publish the Kenya stud book, and enhance the functions of the dairy recording services of Kenya (DRSK).

6. To enhance participation in the agricultural sector by the Kenya youth.

7. To organize conferences, workshops and seminars on topical subjects affecting agriculture.

8. To enhance facility utilization by end of the strategic plan.

9. To design and implement a governance structure that is more responsive to the needs of ASK.

10. To hold superior shows in the livestock, agricultural and trade sectors.

11. To collect data relating to the objects of the Society and publish the same.

12. To organize ploughing contests and conduct tests of Agricultural machinery in order to demonstrate the most efficient and suitable types.



4.1 Show and Trade Fairs AttendanceThe show attendance grew from 667,591 in 2009 to 1,475,000 in 2013 and it is estimated to grow to 2,650,000 at the end of the Plan Period.

4.2 Participation by exhibitorsThe exhibitor participation grew from 1204 in 2009 to 1481 in 2013 and is expected to grow to 1890 at the end of 2018.

4.3 Young Farmers Clubs of Kenya (YFCK)The Young Farmers Clubs of Kenya was established in 1948 under the stewardship of Sir Alex Ward. Its objective was to prepare young people to be effective future farmers. The ASK runs the Young farmers Clubs of Kenya whose membership is for students in Secondary Schools and Tertiary Institutions. Activities of YFCK movement include Tree Planting, National Rallies, and National Camps.

4.4 Kenya Ploughing Organization (KPO)The Kenya Ploughing Organization was established in 1966 under the auspices of the Agricultural Society of Kenya. The main objective of KPO is to organize National Ploughing Contests in which ploughmen compete and demonstrate their skills in preparation of good seed–bed while at the same time serving as educative forum for farmers. The winners then compete at the World Ploughing Contest.

4.5 Kenya Farmer JournalKenya Farmer Journal was established in1953 to collect data and General Information relating to the objectives of the Society and publish the same quarterly.

4.6 Kenya Livestock Breeders Organization (KLBO)The KLBO was established in 1920 under the name East Africa Stud Book (EASB) and incorporated under the animal pedigree Act which is a federal legislation that regulates the keeping of all animal pedigree records in East Africa. In March 12th 1994, the EASB changed its name to KLBO.

CHAPTER 4. Operations and Related Units of ASK



KLBO has two sections, the Kenya Stud Book (KSB) and the Dairy Recording Services of Kenya (DRSK).

The KSB runs a livestock registration center with a major objective of recording and maintaining accurate and authentic ancestral and identification information of animals with due regard to dates of birth and extended pedigree details while the DRSK runs the country’s Milk recording center.

4.7 The Royal Agricultural Society of the Commonwealth (RASC)The Agricultural Society of Kenya is a member of the Royal Agricultural Society of the Commonwealth (RASC) and sends a delegation to the RASC Conference, which is held bi-annually. The Agricultural Society of Kenya hosted the Conference on 28th to 30th September in 1969and hosted a second Conference on 21st to 23rd February 1989. The Society has continued to participate in subsequent conferences.



5.1 External Analysis

Opportunities• Growth in agricultural sector.

• Well defined niche market

• Partnership with devolved county governments.

• Strengthened regional markets.

• Globalization of economies.

• Use of ICT and technology.

• Continued global collaboration and linkages.

• Partnership with stakeholders.

• Provision of information on environmental impact on Agriculture.

• Government policy on land.

» Leases

Historically the ASK properties occupied large pieces of land, strategically placed in the various towns that it holds its vast assets. With the spontaneous growth of these towns, the land has become more prime with abundant opportunities arising. In the last couple of years, the Society has had poor financial liquidity. As the Society emerges from this tight financial position it is now able to examine the various investment options. The Society is currently utilizing her vast resources.

As a result ASK is now looking for partners to help redesign and redevelop its various properties across the country. The development, as far as ASK is concerned, will allow the preferred partner to develop an acceptable investment concept for the redevelopment of the ASK show grounds. These proposals will be subject to approval by the ASK Council.

» Funding

Due to improved financial performance of the Society in the last few years, the capacity of the Society to acquire and service external funding has improved significantly.

CHAPTER 5. Situational Analysis



» Investment Opportunities

The Agricultural Society of Kenya has for a long time explored ways to add value to her show grounds by developing them into modern exhibition grounds. From the onset it was clear that this undertaking will require immense resources in terms of finance and professional expertise.

To achieve the intended re-development, the Society decided to seek and engage development player with capacity to partner with the Society.

Threats• Slow economic growth rate.

• Increased competition from sectorial exhibitions.

• Poor exploitation of electronic media.

• Terrorism.

• Market Relevance.

PESTEL AnalysisPolitical

Opportunities Threats• Devolution

• Good relation with the government

• Political Stability

• Political interference

• Loss of lands without title deeds

• Change in Taxation law



Economic

Opportunities Threats• Increased stakeholder participation

• Growth of commodities exchange market

• Improved credit availability in the Agriculture sector

• Increased economic growth

• Reduced inflation

• Industrial unrest

• Inadequate infrastructure

• Changes in taxation on land

• Poor pricing strategies

Social

Opportunities Threats• Huge potential Membership base

• Growing Population

• Integrating into a social agriculture enterprise.

• Exploitation of social media

• High crime rates

• Decline in interest in agriculture

• Show relevance

• Corruption

• Demography

Technological

Opportunities Threats• Increased use of technology in

Agricultural production

• Social media

• ICT

• Online marketing

• Information misuse and insecurity

• Obsolete technology

• Inadequate ICT infrastructure

• Inadequate of qualified personnel



Environmental

Opportunities Threats• Carbon trading

• Increased and reliable availability of weather information

• Environmental awareness

• New environmental legislation

• Climate change

Legal

Opportunities Threats• Societies act and legal framework

under the new constitution

• ASK Constitution

• Partial lack of title deeds.

• Pending legal matters

5.2 Internal Analysis

Strengths• Brand recognition.

• Market Leaders in the exhibition Industry.

• Trained and committed staff.

• Committed voluntary committee members.

• A long experience spanning over 100 years.

• Strategically located branch network country wide.

• Collaboration with international organizations.

• Collaboration with the government, public and private stakeholders.

• Expansive land resources.

• Sound financial system.



• Effective use of Technology.

• Strong internal controls

Weaknesses• Slow decision-making process.

• Under utilization of resources.

• Weak membership recruitment

• High staff turnover.

• Outdated showground designs.

• Weak procurement procedures.

• Inadequate managerial capacity among staff.

• Insufficient integration with other African associations.

• Land registration.

• Weak ASK brand exploitation.

5.3 Key Findings of Situational Analysis » Industry

The industry in which ASK operates, deals with exhibitions which are agricultural and industrial in nature.

» Market share

Market share in the trade fairs and exhibitions industry is perceived to be large for ASK. However, new sector specific exhibition have increased in the recent past. The strategic goals defined herein seek to sustain and grow the market share.

» Market Entry

The nature of the exhibitions industry presents an easy entry for competition.



» Action by price leader and competitors’ response

The Society has managed to mark down her prices due to her continued efficient operating systems, process simplification as well as adaptability to changing market forces.. Competitors have adopted a free entry policy for visitors with increased participation charges.

» Membership

The Society needs to put in place an integrated membership management programme that aims to create value for its membership.

» Product Line

ASK offers several products, with the shows and trade fairs as the main product. All the other products that include Kenya Farmer Journal, Show Catalogues, YFCK, KPO and KLBO are closely linked to the main line. The Society therefore will need to increase her product portfolio.

» Competition

The industry competitors include event organizers in sector-specific exhibitions, field days, as well as those offering exhibition grounds.

The Society needs to organize multiple specialized exhibitions within the calendar year.

5.4 Conclusions from situational analysisThe situational analysis reveals that a relatively small number of highly important factors will be critical to the growth and development of ASK during the period of this Strategic Plan. Particularly, devolution of government to the County level presents both opportunities and risks that are unprecedented in the long history of ASK. Many of the identified strengths, weaknesses, and PESTEL factors are important precisely because they will help or hinder ASK’s interaction with the new structure of government.

ASK maintains a robust staff, management, and members as well as an excellent potential for building a strong and recognizable brand. The use of new technologies by ASK, and within the Agricultural sector generally, represents an opportunity for ASK to maintain relevancy and to reach a larger audience through the Counties. Such efforts will be aided by the widespread physical presence of ASK offices and representatives.



Nevertheless, the negative effects of aging facilities and complex organizational structure will be exacerbated by the devolution of government and the changing nature of the Agricultural sector, if such factors are not properly addressed.

Finally, certain factors outside of the control of ASK (such as increased security threats, industry-wide unrest, etc.) have been noted and should continue to be factored into day-to-day operations, management, and policy development. In summary, ASK is well positioned to meet upcoming challenges and to remain a leading institution in the Agricultural sector.



6.1 Analysis of CustomersThe typical customer profile has changed since the Society’s inception. Current stakeholders include small and large scale farmers, industry associations, and other public and private institutions.

Certain characteristics are common to most or all customers in the agricultural sector and evaluation of such common characteristics will help the Society adjust its business model more effectively.

In evaluating customer characteristics, the following parameters will be assessed and contextualized:

• The customer.

• Customer needs.

• Motivations.

• Characteristics.

• Providing value to our customers.

• Increasing customers.

6.2 Threat of New EntrantsThe exhibition and trade fair business has become more lucrative attracting more players. This has led to increased competition within the industry.

6.3 Pressure from DevolutionThe devolved governance system has created a demand for county agricultural shows. This has necessitated the need for a policy to guide the uptake.

6.4 PricingThe Society’s pricing policy has remained favourable to her stakeholders. This has led to increased performance both in participation and attendance.

CHAPTER 6. Market and Competition



In order to increase revenues, there is a need to broaden the Society’s product line. Currently, the Society’s primary product is the series of annual exhibitions and trade fairs held throughout the country, namely; Nairobi International Trade Fair, Mombasa International Show, Nakuru National Show, Eldoret National Show, Kisumu Regional Show, Nyeri National Show, Kitale National Show, Meru National

Show, Nanyuki Branch Show, Embu Branch Show, Machakos Branch Show, Kisii Branch Show, Kakamega Branch Show, Kabarnet Branch Show, Garissa Branch show and Migori Satellite Show. Additionally, the Society is an umbrella organization for a variety of subsidiary organizations.

7.1 The Exhibitions and Trade FairsThe Society currently organizes 16 exhibitions in show grounds located in various counties. During the Plan Period, the Society will upgrade five county shows to ASK satellite status.

7.2 Subsidiary OrganizationsAll Society subsidiary organs shall be run as provided in the Society tenets.

• Young Farmers Clubs of Kenya (YFCK)

The Society has increased the involvement of youth in agriculture.

• Kenya Ploughing Organization (KPO)

Through KPO, the Society is able to demonstrate to farmers good seed-bed preparation as well as the appropriate agricultural machinery.

• Kenya Farmer Journal

The Society uses the Journal as a channel of communication with her target market.

• Kenya Livestock Breeders Organization (KLBO)

The KLBO is charged with two major functions namely milk recording and all matters pertaining to purebred stock.

• The Royal Agricultural Society of the Commonwealth (RASC)

RASC fosters linkages with our external partners and stakeholders.

CHAPTER 7. Product Lines



8.1 Low Cost LeadershipThe key to success using the low cost strategy is to deliver the customers expected level of value at a cost that assures an adequate level of profitability.

The Society has adopted the low cost leadership strategy to gain competitive advantage.

In this strategy, the Society will price its products based on internal efficiency to sustain above average returns. The Society will strive to standardize her products to offer the lowest price. It will continuously improve efficiency to lower costs relative to competitors.

8.2 DifferentiationEvery successful strategy is about differentiation, even the low cost leadership. Differentiation can be defined as making a product more attractive by contrasting its unique qualities with other competing products. Product differentiation is therefore a strategy businesses use to gain an edge over their competitors by making their product unique and focusing on their quality, image, and services.

Product differentiation is especially important where competition is stiff and companies cannot afford to charge much less than they do. The society will therefore exploit available opportunities to differentiate her products.

8.3 Customer FocusIt is next to impossible to develop serious relationships with anything but a highly focused clearly targeted customer segment. Customer focus involves the orientation of an organization toward serving its clients’ needs. Having a customer focus is usually a strong contributor to the overall success of a business and involves ensuring that all aspects of the company put its customers’ satisfaction first. Also, having a customer focus usually includes maintaining an effective customer relations and service program. The society will therefore create value for her customers through the following offerings; personalised service, customised solutions, personal contact as well as continuous learning.

8.4 Network Effect/ Winner Take it AllThis is a phenomenon in which the value of a product increases as more products are sold and the network of users increases. The success with a network strategy depends

CHAPTER 8. Business Strategies



heavily on an organizations ability to get out infront and become the dominant provider. This leaves very little space available for competition.

The Society will retain her position as a market leader in the shows and trade fair industry by aligning her operations with this strategy and her target customer market.

8.5 Business ModelASK is an independent entity with a unique business mix and run in a not for profit making basis. The Society has recently redefined its business to reflect the needs and opportunities in the Kenyan agricultural sector. This Strategic Plan is provided in line with the stated and revised business models.

A primary and driving factor in the Society’s business model is that successful Society activities create growth and publicity for the agricultural sector. This creates a feedback loop in which the Society can effectively increase the market in which it operates. Accordingly, the Society strives to create and deliver useful content through Society products.

8.5.1 Applicable Business ModelsThe Society has adopted three types of business models are adopted by the Society in interactions with stakeholders:

• Distributor

• Landlord

• Broker

Pillars of each business model8.5.1.1 Distributor

The Society functions as a Distributor in as much as it oversees the trading of a variety of agricultural products and information. Such products and information originate from foreign and domestic businesses, government bodies, research institutions, trade associations, and universities. The Society enables the products and information to be efficiently distributed to the large number of small scale and large scale farmers in the region. In most cases, it is desirable to set up a subsidiary to deal with distribution of agricultural products and information provided by the stakeholders listed above. The



subsidiary may avail agricultural inputs at subsidized prices. Examples of agricultural inputs include certified seeds, fertilizers, farm machinery, farming practices, and the like.

As a Distributor, the Society has two simultaneous customers – the provider of agricultural products and information, and the consumer/receiver of those products and information. Nearly every stakeholder interacts with the Society on this level, so the Society sees it as critical to optimize activities when functioning as a Distributor.

8.5.1.2 Landlord

The Society functions as a Landlord when use of the Society’s physical assets is involved. Primarily, this occurs when stakeholders use the show grounds owned by the Society.

A critical area of growth for the Society is in its role as Landlord, inasmuch as many of the show grounds remain unused for a significant portion of the calendar year. Increasing use of the show grounds (e.g., to above 50% of the annual calendar year) is directly related to the strategic goal of seeking external partners. Achieving this goal will be assisted by the use of developers and partners (e.g., Business Processing Outsourcing (BPO). Long and short term leases will also be investigated where appropriate, such as where a specific parcel of land remains unused.

Further room for growth exists where the Society can develop business and conventional centers in existing show grounds. Some such projects are already planned, as described earlier. A consultant has been engaged to identify investment opportunities in the various show grounds.

8.5.1.3 Broker

The Society functions as a Broker by collecting resources for common use. This may involve actions solely by the Society, or may involve actions by the Society and one or more external stakeholders.

The Society’s role as a Broker is becoming increasingly important and a variety of activities are planned for the period of this Strategic Plan. Primary examples include:

• Developing a communication channel to disseminate agricultural information. The channel may operate via television, radio, the internet, SMS, or a combination thereof. The channel may be in collaboration with a stakeholder, particularly one with an existing communication channel.



• Create a data bank for agro-products and expertise to be availed at a fee through the Society’s website.

• Develop an Agricultural Educational Centre with tailored courses to be developed by internal and/or external experts

Attract additional seminars and conferences for full utilization of the Society’s show grounds.

8.6 Future Developments of the showsThe Agricultural Society of Kenya has for a long time explored ways to add value to her show grounds by developing them into modern exhibition grounds. This undertaking will require immense resources in terms of finance and professional expertise.



9.1 Description of strategic goalsThe priority strategic goals, objectives and strategies presented herein are the tangible standards that will be used by the Society to gauge her success in achieving her vision. As the capstone of an ongoing planning process, the broad based strategic goals will guide the Society through the next five years.

The strategic goals are further elaborated in Appendix III:

9.1.1. To create an effective marketing function and brand ASK by 2015.

9.1.2. To create a college of agriculture by end of 2016.

9.1.3. To realign our structure with the devolved governance system by end of 2016.

9.1.4. To assign the technical team to participate in the formulation and implementation of agricultural and trade policies by 2015.

9.1.5. To collect milk and pedigree data and digitize the Kenya stud book by 2016.

9.1.6. To partner with the Government to increase the role of youth in agriculture by 2015.

9.1.7. To exploit the facilities set up by the Agriculture College to implement workshops and conferences on topical subjects affecting agriculture by 2016.

9.1.8. To work with the strategic partners to develop a work plan of enhancing facility utilization by end of 2015.

9.1.9. To establish a new organizational structure by 2015.

9.1.10. To establish an ASK radio and TV stations by 2018.

9.1.11. To organize machinery suppliers to hold at least four machinery shows by 2017.

9.1.12. To drive the KPO activity towards zero tillage by 2017.

9.1.13. To raise the level of activity in each of the shows to at least four by the end of 2016.

9.1.14. To establish an ASK investment subsidiary by 2016

CHAPTER 9. Strategic Goals



The strategic goals described herein will guide the Society’s activities during the Plan Period 2014-2019. Detailed development of sound implementation plans for each strategic goal will be undertaken throughout the initial period of the Plan.

This Plan has identified the following as strategic activities that are key to achieving the broad strategic goals; Formation of an investment company, education and training, as well as electronic information dissemination.

Investment CompanyWith the signing of the concessionaire on 25th April 2013, the Society has undoubtedly entered a new era in terms of exploitation of its vast land resources.

To allow efficient management of these resources and to ensure commensurate returns are achieved and ploughed back to the Society, it is proposed that an investment company wholly owned by the Society be set up during the Plan Period.

The company will have its own Board of Directors who will report to the Council via the Staff and Finance Committee.

Education and TrainingOver the years the Society has relied almost exclusively on the holding of shows to meet its mission of disseminating information to members and stakeholders in Agriculture and allied to the industry.

Whereas the holding of shows and exhibitions will remain a key platform in the information dissemination process, it is now extremely critical that the Society develops other appropriate and cost effective ways of imparting information and technology to its clientele.

Consequently, it is proposed that during the Plan Period, the Society establishes a college of Agriculture.

This will be a middle level college styled on the old Egerton College.

Initially the College will be set up in Jamhuri Park Nairobi but with campuses in Nakuru, Eldoret, Nyeri and Mombasa in that order.

CHAPTER 10.Implementation strategy



Electronic Information DisseminationThe exploitation of growing ICT has presented major challenges to the traditional holding of shows by ASK. Both radio and television have been used by competition to reach farmers and stakeholders quickly and efficiently, often at the detriment of the ASK’s attraction.

To respond to these threats therefore, it is vital for ASK to set up or acquire a radio/television license during the Plan Period.

The Society may invite other stakeholders or partnerships to participate in the creation of this important channel.



The current organization structure has served the Society well over the years. However it is becoming increasingly clear that the current structure does not enable the Society to face adequately the emerging challenges especially those in the marketing, technical and policy advocacy.

It is therefore proposed that the staff and finance be combined to form the ASK board which will be answerable to the council. The board shall have an executive committee that will comprise the National Chairman, the three National Deputies, the Financial Advisor, the Legal Advisor and the Chief Executive Officer.

It is further proposed that the Council approves the creation of four Committees, i.e. Marketing, Technical committees, Education and training and Finance and Audit Committees at the National level to report to the Council through the ASK board. (Refer to Appendix IV)

It is also recommended that during the Plan Period the Society undertakes a critical review of its many organs and in particular examines the functions and duties and composition of the Staff and Finance as well as the Executive, in a view to making them effective and better aligned to meeting the Society’s future challenges.

Marketing Committee

This committee will be charged with the responsibility of identifying and meeting the needs of all ASK clients and stakeholders.

It will device appropriate responses to the new competition and align the Society to effectively meet the challenges of devolution.

The committee will ensure effective communication with all stakeholders.

Technical Advisory Committee

ASK’s impact in the Technical areas of Agriculture has declined substantially.

Our participation in this area has almost disappeared and our presence is hardly felt.

This committee will work to rectify this situation and will not only actively participate in this function but where necessary will lead the process.

CHAPTER 11. Organizational Structure



Using the facilities provided by the College of Agriculture, it will hold seminars and conferences to inform and educate farmers and other stakeholders better.

It will also create an archive and data bank for agricultural and allied industry information.

Education and Training Committee

The flagship of this committee will be the College of Agriculture.

This facility will provide the ASK with an additional and powerful platform for providing information to all its stakeholders.

ASK will partner with other providers to ensure appropriate skills and competencies are available for this purpose.

Coupled with the current exhibition approach, the training will strongly enhance ASK’s capacity to impart information and raise it a notch higher above its competitors.

The Management Structure

The management structure remains lean and focused and has continued to deliver impressively.

To meet the needs of this strategic plan however, the position of the Chief Executive Officer will be strengthened and key positions created in order to give support and deliver on this plan.

These will be:

• Chief Manager – Marketing and P.R

• Manager – Technical & Advocacy

• Manager – Education & Training

• Manager – Finance

• Manager – H.R

The Society will ensure that appropriate skills and competencies are created below these managers via training and recruitment.



Society resources are available in the form of financial, physical assets, and human resources. There are also a number of potential opportunities that the Society will be appraising during the period of this Strategic Plan.

12.1 Financial ResourcesOperational Cash Flow (OCF)

Over the last five years, improved show attendance and effective cost control has led to a significant improvement in the liquidity of the Society with OCF closing at Ksh. 69.4m this is expected to rise to Ksh. 110.2m in 2017 and close at Ksh. 141.4m at the end of the Plan Period.

Short-term financial assets

At the beginning of the Plan Period the Society held cash deposit amounting Ksh. 90m and will experience positive cash flow throughout the Plan Period. However, liquidity will decline slightly as CAPEX amounting to Ksh. 600m is finally achieved.

Borrowing capacity

The plan will generally be funded from internal funds despite the Society’s enhanced capacity to raise funds externally.

Cash Flow

Despite the cyclic cash revenues, the Society will remain liquid over the Plan Period and with proper control will stabilize during the Plan Period.

External Funding

Due to its weak trade performance in the past, the Society has not been in a position to borrow externally. This situation has now improved significantly and the Society can raise funds externally.

Partnerships

During this Plan Period, the Society will engage with strategic partners to enhance her performance and increase the possibilities of achieving goals as provided in this plan.

CHAPTER 12. Resources and Budgets



12.2 Physical ResourcesThe Society has land in the various show grounds, which is used for trade and agricultural exhibitions. The Total acreage is approximately 643.118 hectares. During this Plan Period, the Society will carry out a cadastral survey and secure all her title deeds.

Total acreage of land is provided in the table below.

Branch Acreage (Ha) Location/Comments1 Nairobi 135.2 Jamhuri Park2 Nakuru 78.968 Nakuru Showground3 Mombasa 17.47 Jomo Kenyatta Showground4 Nanyuki 12.164 Nanyuki Showground5 Nyeri (Ruringu) 7.93 Ruringu Stadium6 Nyeri (Kabiruini) 49.5 Awaiting Gazette Notice7 Nyeri (Kiganjo) 0.264 Awaiting Title Deed8 Kisumu 39.242 Mamboleo Showground9 Embu 53.44 Njukiri Showground10 Eldoret 60.68 Eldoret Showground11 Kitale 36.0 Kitale Showground12 Kisii 2.51 Kisii Showground13 Kabarnet 13.0 Awaiting Title Deed14 Meru 40.47 Awaiting De-gazetting Notice15 Kakamega 42.9 Awaiting Legal Gazette Notice16 Machakos 12.14 Awaiting Legal Gazette Notice17 Garissa 20.24 --18 Migori 21.0 Awaiting Title Deed

TOTAL 643.118



12.3 Budget- Financial implicationRevenues in the Plan Period are focused to rise from Ksh. 405M in 2013 to Ksh. 707.3m in 2017 and close at Ksh. 824.2m by end of the Plan Period. On the other hand, the surplus will rise from Ksh. 36.1m in 2013 to Ksh. 67.4m in 2017 and close at Ksh. 96.4m in 2018 representing a strong growth in the funds availability to the Society.

The Operating expense ratio will be well controlled over this period and will close at 89per cent in 2018 compared to 91per cent at the beginning of the Plan Period.

12.4 Human ResourcesCurrently, the Society’s Human Resource consists of members of ASK and a management team. Both have the experience and professional qualifications necessary to operate in their respective functions. During the Plan Period the Society will enhance the HR capacity to create strategic awareness, align strategic goals, and provide the necessary skills and personal incentives.

The philosophy of the Society will be to work towards Performance Related Pay.

12.4.1 Sense of Commitment

The Society has continued to enjoy an enhanced sense of commitment from its employees and members. This is reflected in the delivery of strong financial performance of the Society in the recent past.

Given the Society’s financial position, measures will be taken to motivate employees and members to achieve an even higher sense of commitment.

12.4.2 Skills

During the Plan Period, the Society will carry out a skills audit following which action will be taken to rectify areas of appropriate skills deficiency. In particular, skills on event management will be prioritized.

12.4.3 Management Trainees

The Society has commenced an internal management trainee programme and the first batch of 12 was recruited in March 2014. During the Plan Period, this programme will be enhanced and will include all areas of ASK operations.



It is anticipated that during the Plan Period, the Society will be exposed to the common functional and market risks.

In recent years however, the Society has had to face increased challenges and threats, arising largely from increased political activities in the country. This is driven mainly by enlarged democratic space emanating from the new constitution

that was promulgated in August 2010.

The county governments have also presented increased threats to the Society’s land holdings and have at times attempted to disrupt the Society operations.

The Society’s risk profile has also changed substantially as the country’s exposure to terrorism has of late been heightened significantly.

Fortunately, political and terrorism risk covers are now available in the Kenyan market.

During the Plan Period the Society will set up an Audit and Risk Committee to manage these risks and to put in place appropriate mitigation measures. This committee will be charged with the responsibility of ensuring that the Society is protected and anticipates the potentially negative impacts of this phenomenon while exploiting any opportunities that may arise.

Furthermore, this Committee will undertake to prepare a Risk Management policy by 2015.

CHAPTER 13. Risk Management



ASK is committed to making a positive impact in the communities in which we live and work. In line with its management philosophy, ASK aims to continue to be an organization that is trusted by society, for committing to compliance with the laws and regulations.

Pursuant to the Society’s C.S.R activities that include but not limited to:-

Environmental projects, enterprise development projects, educational projects, health and humanitarian development as well as capacity building. The Society has adopted the following strategic approach measures:-

• Dedicated to preserving a robust environment wherever we operate.

• Investing in improving public health, bolstering education and developing local economies.

• Safe operations, protecting our workers and dealing ethically with our stakeholders, partners and the public.

• As well as reporting our corporate responsibility commitments and successes.

The ASK CSR Charter will guide and be observed by all its members and employees.

The Society will continue playing her role in realizing a community where people can live a healthy life, by reducing negative impact of the environment by our corporate activities.

• The Society will treat nature with respect and in all decisions carefully evaluate any effects on nature, while adopting best practices in environmental conservation.

• The Society will adopt an integrated catchment management system a subset of environmental planning which approaches sustainable resource management from a catchment perspective. The integrated management approach will recognize the existence of ecosystems, and their role in supporting flora and fauna, hile providing services to human societies, and regulating human environment.

Support to the less fortunate

ASK has over the years held thanks giving Harvest Festivals on the Sundays preceding the shows. All contributions and donations during these occasions are then distributed to the less fortunate members of the society.

CHAPTER 14. Corporate Social Responsibility



The society donates a steer to the Nyumbani Childrens Home as part of her CSR programme.



Corporate governanceASK will remain accountable with enhanced transparency so as to remain responsive to our stakeholders and society in general. We will strive to be a reliable and trusted Organization.

Given the important role the Society plays in the economy, the stakeholders and the public have a high degree of sensitivity to any difficulties potentially arising from any Corporate Governance shortcomings.

Corporate Governance is thus of great relevance both to the stakeholders in the Agriculture and Trade sectors as well as Government and hence merits targeted supervisory guidance.

From the Society’s perspective, Corporate Governance involves the allocation of authority and responsibility i.e. the manner in which the business and affairs of the organization are governed by the Council and senior management.

During the Plan Period the Society has put in place the requisite measures to constitute the following Committees – Audit committee, Risk committee, Human Resources/Governance Committee as well as the Ethics/Compliance Committee.

CHAPTER 15. Governance

The ASK council after an induction on Corporate Governance



The strategic goals outlined in this Plan will direct the activities of the Society throughout the Plan Period 2014 -2019. All strategic goals have specific deliverables, as outlined and described in Appendix III.

Generally, all deliverables approved by the Society for the Plan Period will have the following factors as guiding principles.

• Supporting the Business Strategy as outlined in this Strategic Plan and as promulgated by the Society.

• Supporting the Vision and Mission Statement of the Society.

• Appropriately managing risks inherent in the Society.

• Maintaining a strict Code of Ethics as subscribed to, by the Society, including but not limited to:

i. Abiding by all laws of the Society.

ii. Avoiding conflicts of interest.

iii. Prioritizing Corporate Social Responsibility.

CHAPTER 16. Deliverables



The society will put in place concrete measures that will translate the strategic intent into actions that will produce results. The ASK Board will continuosly monitor and evaluate the strategic plan during the implementation period. The society will also align the strategy with a coherent and reinforced set of supporting practices and structures. This will include organizational structure , the support systems, processes, human skills, resources and incwntives.

The Society’s performance will be based on Key Performance Indicators (KPI) and other measures relied in the Strategic Plan.

From strategy to implementation the Society adopted the Seven S framework model- Strategy, Structure, Systems, Style, Staff, Skills and Superior goals.

CHAPTER 17. Monitoring and Evaluation



Appendix II



Appendix III

Implementation strategy as applied to the Strategic Goals

The parameters and KPIs described are applied to the 13 strategic goals.

S/No

Goal 1

To create an effective marketing function and brand ASK by 2015

Activity Time frame (years)

KPI/Output Responsibility

Goal 1 Develop a brand strategy

2015 - 2016 Brand Strategy CEO/PRM

Goal 1 Identify brand managers

2015 Marketing Personnel

CEO/PRM

Goal 1 Conduct market research/ brand barometer

2016 -2017 Market survey report

CEO/PRM

S/No

Goal 2

To create a college of agriculture by end of 2016.



Goal 2 Appoint a steering committee

2015 Steering Committee

Council

Goal 2 Appoint a Project Manager

2015 Project Manager Steering Committee

Goal 2 Develop the college curriculum

2015 - 2016 Curriculum Steering Committee

Goal 2 Identify the college location

2015 Site Council

Goal 2 Obtain licenses 2016 Operational license s

Steering Committee

Goal 2 Prepare a budget 2015 Budget Steering Committee/ Council

Goal 2 Decision on commencement

2016 Commencement date

Steering Committee/ Council



S/No

Goal 3

To realign our structure with the devolved governance system by end of 2016.



Goal 3 Identify appropriate locations

2016

2017

2018

One site

Two sites

Two sites

CEO/Branch Chairmen

Goal 3 Develop a policy on devolved government relations

2015 Policy document CEO/PRM

Goal 3 Develop an MOU 2015 MOU CEO/PRM

Goal 3 Appoint Relationship Manager

Relationship Manager

CEO/HRM

S/No

Goal 4

To assign the technical committee to participate in the formulation and implementation of agricultural and trade policies by 2015.



Goal 4 Appoint the technical committee

2015 Technical Committee

Council

Goal 4 Develop a work manual

2015 PWork Manual Council/ CEO/ Technical Team

Develop terms of reference

2015 Terms of reference

Goal 4 Prepare a budget 2015 Budget Plan Council/ Team



S/No

Goal 5

To collect milk and pedigree data and digitize the Kenya stud book by 2016.



Goal 5 Appoint a team 2015 Team in place CEO /Council

Launch the Kenya stud book and DRSK

2015 The Launch

S/No

Goal 6

To partner with the Government to increase the role of youth in agriculture by 2015.



Goal 6 Hold a workshop for all the stakeholders

2015 Workshops CEO/ PRM

Goal 6 Develop a way forward policy

2015 Guiding Policy CEO/ PRM

Goal 6 Sell policy to the government

2015 - 2016 New organization and enhanced relationship

CEO

Goal 6 Partnership options developed

2015 - 2016 Partnerships CEO

S/No

Goal 7

To exploit the facilities of the Agriculture college to implement workshops and conferences on topical subjects affecting agriculture by 2016.



Goal 7 Organize workshops and conferences

2015

2016

1st Conference

2nd and 3rd Conferences

Steering Committee



S/No

Goal 8

To work with the strategic partners to develop a work plan of enhancing facility utilization by end of 2015.



Goal 8 Review working relationship with Farmers Trust

2015 Relationship Policy

Council/ CEO

Goal 8 Develop the master plans

2015 A re-development master plan

Council/ CEO

Goal 8 Open discussions with other partners

2015 - 2018 Investment Policy

Council/ CEO

S/No

Goal 9

To establish a new organizational structure by 2015.



Goal 9 Carry out a detailed review of current structure

2015 Review Report Consultant/ CEO/Council

Goal 9 Align the new structure to the strategic plan

2015 Roles and Duties CEO/ Council

Goal 9 Prepare a new organizational structure

2015 New Organogram

Goal 9 Obtain approval for the new organizational structure

2015 New approved structure



S/No

Goal 10

To establish an ASK radio and TV stations by 2018.



Goal 10 Appoint a consultant

2015 Consultant CEO /Council

Prepare policy 2015 Policy document

Appoint a technical team

2015 Technical Team

Obtain licenses 2016-2017 Operational Licenses

Launch Radio 2017 Radio station

Goal 10 Launch TV 2018 TV Station

S/No

Goal 11

To organize machinery suppliers to hold at least four machinery shows by 2016.



Goal 11 Identify suitable show grounds.

2015

2017

One Show

Three shows

CEO/ KPO

Goal 11 Appoint a committee to prepare the 65th WPC

2015 WPC Committee

S/No

Goal 12

To drive KPO activity towards zero tillage by 2017.



Goal 12 Promote ploughing as a sport

2015 – 2016 Ploughing Sport CEO/ KPO

Goal 12 Appoint an expert in zero tillage

2016 Zero tillage expert

Goal 12 Zero tillage workshops

2016 Workshops



S/No

Goal 13

To raise the level of activities in each of the Shows to at least four by the end of 2016.



Goal 13 To carry out a feasibility study on appropriate activities

2015 Feasibility Report CEO /Council

Draw an implementation programme

2015 Programme

Implement the programme

2015

2016

Multiple activities in two branches

Multiple activities in three branches

S/No

Goal 14. To establish an ASK investment subsidiary by 2016



Goal 14 Obtain approval from Council

2015 Council approval Council

Goal 14 Appoint a consultant

2015 Investment Consultant

Council

Goal 14 Obtain licences 2016 Operating Licences

CEO/ HRM

Establish the subsidiary

2016 Investment Subsidiary

CEO/ Council



Appendix IV


Agricultural Society of KenyaP. O. Box 30176 -00100

NairobiTel: 020 8070808/9

0704 583850/ 0738 343333www.ask.co.ke

Agricultural Society of Kenya AgrisocietyOfKe

Documents

Download Strategic Plan